Sentences with phrase «do things for good»

I believe people do things for good reasons and I never tire of trying to understand.

Trust me, I still do things for good exposure.

When you're spiritual, you do things for the good of humanity.

Because you want to be sure the assistant does things for a good reason and not just because he's taking over your quirky habits.

Like you said, we sometime wish for things will never truly satisfy, and instead we should remember that God always gives us what we need, when we need it, and how we need it... doing all things for our good.

Someone needs to give that devious lout, Geoff Keighley, the idea and have him do his thing for the good of all of us.

Those plumbers understand investors and do things for a better price for volume versus retail plumbers.

Not exact matches

This sweet, rich oil was shown to do some pretty nifty things for abdominally obese women in a 2009 study out of Brazil, including decreasing their waist circumference, increasing beneficial HDL (high - density lipoprotein) cholesterol and improving the ratio of «bad» LDL (low - density lipoprotein) to «good» HDL cholesterol.

Here's a simple rule of thumb for when to keep your own mouth shut: don't say a thing unless it's going to help someone else in the meeting do their job better.

Paul Buchheit was responsible for three of the best things Google has done: Gmail, AdSense, and the Google mantra, «Don't be evil.»

The best thing you can do for your business, then, is to do great work and market it.

From your first day to every day after, it seems as if all the employees care about who you are, what you do, and if they can assist in making things easier or better for you.

Not just because people want better tasting hamburgers, but because it is the right thing to do for shareholders.

When I was talking to psychologists, they said that's not using a to - do list for productivity, that's using it to do what's called «mood repair,» to make yourself feel good, rather than get things done.

Sometimes that added cost is the best thing you can do for your company.

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

«Now Mark, I am more than willing to give you my time and really work with you to find out exactly what the best solution for you and your specific situation is, I'm just going to ask for one thing in return... As we go through this, if you don't feel that what we have is a good fit, are you okay telling me that?

Sure, it might be nice to have access to the absolute latest in technology, like John Wick does when he arrives in Rome, but you won't need to drop $ 1,000 on a new unlocked iPhone 8 if you keep your iPhone 6 in good condition, keep it clean (inside and out,) make sure you're not hogging file space for unnecessary things, etc..

The best thing to do is figure out who you are, and what you stand for.

Our brains are remarkably good at some things, like pattern - matching, and we certainly do have a capacity for logic and reason.

And the best thing you can do for the people who love and depend on you is to do your best to make sure you can always be here for them.

It has become not just a company extremely admirable in its growth, but, well, the very model for how to do things when you're scaling a company.

One of the best things about being an avid reader is that moment you stumble across a phrase that clearly describes something you've experienced but didn't previously have the words for.

Creating a network of smart, ambitious people to share knowledge with is one of the best things you can do for your business.

Measurement can help you know what's working and what's not, as well as helping you show higher - ups the good things you're doing — and the areas for additional opportunities and funding.

Everyone knows that Travis is not coming back; still, Benchmark said a lot of nasty things about TK and is now sitting back and watching other people try to convince them that the best thing to do «for all concerned» would be to sell out.

And some of the players to watch out for are the same big guys from 10 or 20 years ago (Microsoft, Oracle, AT&T, etc.) who are the long - entrenched stakeholders and «powers - who - be» in your space — not because they're great innovators or disruptors, but because: (a) they're increasingly well - informed about who's doing what very well (damn those demo days); (b) they're fairly fast followers with great gobs of money; and (c) they have the people, resources, and patience to hang around and keep buying and trying until they eventually get things right in the long run.

«The best way to make some progress on this... wasn't to go out and hire a consultant, as we often would have done, but rather get some of these people in who are spending their lives developing these things that will hopefully be a big score for them one day,» says Toronto Mayor John Tory.

We've always looked at professional sports, not because we want to model exactly what other sports do, but even when you're attempting to innovate, sometimes there are things that already exist in the world that work really well and work for a reason, and we shouldn't be afraid to use some of that.

You don't have to follow Nirav's regimen, but you should try to do what Nirav has done: Find a sustainable way to take control, to do the things that make you feel good, to live in away that you can be around for loved ones... and to be at your best at work.

The good news is, you don't have to continue giving things away for free.

We're now in counseling together because his demons plus my demons make for difficult communication sometimes, and he hates every minute of it, but he's doing it (so am I) and things are getting better.

He knows that if his opponents don't take him seriously, all sorts of great things can happen: they may not prepare as well for debates, work as hard to win certain states or pay attention to what they're saying as carefully as they should.

I know that he must think he's doing the right thing by taking himself out of the equation, and that means he thinks the best thing for the galaxy is that he's not a part of this and, by extension, that the Jedi are not a part of this.

People don't use roadside motels for the best things.

The best thing about Smart Contracts is that they are precise, and do not allow any room for vagueness and ambiguity - everything is clear cut.

Working out at the end of the day doesn't work for me because I get rejuvenated and can't sleep — that's why first thing in the morning is best.

Steve Buckley figured that out and thought the best way to make some progress on this, and I think he's right, wasn't to go out and hire a consultant as we often would have done, but rather get some of these people in from the DMZ and so on who are spending their lives developing these things that will hopefully be a big score for them one day.

Things don't turn out well for Phasma again; she loses the fight and falls into the fire that's consuming the massive First Order ship, «Supremacy.»

One of the best things we did for this business was spending four months in the Silicon Valley at Y Combinator program last year.

«I've found a sustainable way for me to feel like I can take control, do the things that make me feel good, live in away that I can be around for my kids... and be at my best at work.»

Hundreds of people doing cool and interesting things in New York tech came for cocktails, good food, and great company.

Since no manager or consultant is smart enough to foresee everything when setting up an incentive plan, I sometimes did things that were great for my commission but not so good for customer satisfaction or the company's long - term goals.

Finally, the hardest part of all is giving up the things that you both enjoy and are good at, because there's simply too many of them for you to do all by yourself.

Instead, he advises, always be looking for ways to do things better.

The question is whether all these startups are really good for the economy or do we need big companies and are these entrepreneurs who are selling out for $ 60 million or $ 90 million really doing the patriotic thing?

Only one thing is really standing in the way at this point: «The biggest challenge to adopting that is really for [wireless] operators to come up with a good way to manage your plan, because clearly you don't want to pay another $ 50 a month just to get a SIM card.»

Advice abounds this time of year, and Katie Morrell recently offered tips on the Open Forum blog, including pre-planning activities and structure for your intern to prevent you running around the office trying to find things for your intern to do once they arrive, as well as regular check - ins to ask about their experience and swap tasks they hate for to - dos they'll get more out of.

Review every stage of your sales system and look for ways to do things differently and perhaps better.

Don't convince yourself that things are OK when they're not, and don't allow yourself to believe that things can't change for the better.